Managers are the people who coordinate and oversee the work of other people so that the organizational goals can be accomplished (Robins, Bergman, Stagg & Coulter, 2009). Various theories have been discussed that have identified a range of views on what constitutes a management and the different roles of managers. However, the most significant objective of management is the process by which the efforts of people in the organization are coordinated towards the achievement of the organization’s targets. It involves the clarification of the objective, planning, organizing, directing and controlling other peoples’ work (Mullins, 2004). (Appendix 1). A manager’s job is always complex and varies depending on the type of the business, its capacity, size as well as its position. Managers need certain skills to perform the duties and activities associated with being a manager (Sarfraz, 2011). In order to perform management functions and assume multiple roles, managers must be accomplished and fully capable as demonstrated by Richard Branson (Virgin Group) (Appendix 2), Bill Gates (Microsoft Corporation) (Appendix 3), Anita Roddick (The Body Shop) (Appendix 4). Robert Katz identified those skills necessary for successful performance in managerial roles(Peterson & Fleet, 2004). Those are technical skills, human skills and conceptual skills. (Appendix 5) Effective and efficient skills will always lead to the success of the organization. Katz found that the relative importance of these skills varied according to the manager’s level within the organization (Robins, Bergman, Stagg & Coulter, 2009) (Appendix 6). In John Ilhan’s case we can identify all three skills he had, when managing the Crazy John’s mobile retail chain. These enabled him to build a fruitful and prosperous business in Australia. Technical skills demonstrate the ability to use special proficiency to perform particular tasks. Simply this means being an ‘expert’ in a certain field due to possession of a specific set of skills. Technical skills help the managers to use different machines and tools. It also helps them to use various procedures and techniques. The low-level managers tend require more technical skills that top-level managers. This is because they are in charge of the actual operations (Akrani.G, 2011) Managers acquire these skills initially through formal education and then further develop them through training and job experience. Accountants, engineers, market researchers, and computer scientists, for example, possess such skills. John had begun his career with Strathfield Car Radio and quickly became one of the company’s most successful salespeople. This firsthand experience has given him the exposure of the real world situation of dealing with different customers. Due to the prior knowledge on technical skills he had been able to overcome various challenges. Once he moved into the mobile phone business he would have been able to gain industry related knowledge and experience, which he used to succeed in his own mobile phone business. The type of technical skills used will differ in each level of management. First-level managers need the highest level of technical skills as they may engage in the actual operations of the organization; they need to have an understanding of how production and service occur in the organization in order to direct and evaluate line employees. Additionally, first-line managers need skill in scheduling workers and preparing budgets. Middle managers, having moderate knowledge of technical skills use them in relation to planning and organizing. Top managers require least amount of technical skills but it is...

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...The three management skills that mentioned by RobertKatz are conceptual, interpersonal and technical skills. In order to be a successful manager, containing these three skills will give him a strong impact to his career and also the success of the organization.
Conceptual skills are skills that utilize the ability of a human to form concepts. Such skills include thinking creatively, formulating abstractions, analyzing complex situations, and solving problems. A manager have such ability can understand the organization as a whole and develop creative strategies. He is also able to examine a complex issue and formulate specific, effective courses of action.
Examples of situations that require conceptual skills include the passage of laws that affect hiring patterns in an organization, a competitor’s change in marketing strategy, or the reorganization of one department which ultimately affects the activities of other departments in the organization.
Interpersonal skills involve the ability to work with, motivate, and direct individuals or groups in the organization whether they are subordinates, peers, or superiors. For a manager, interpersonal skills relate to the interacting of the manager with others in the way to enhance the successful of completion of the task. In order to display such ability, the manager required effective communication (in both speaking and writing), creation of the work setting, positive attitude...

...Critically evaluate the relevance of the three skills identified by Katz to the work of first-line managers.
Provide evidence, theoretical analysis and refer to academic journals to support your essay discussion.
In a constantly evolving business environment, it’s no surprise that the job of a first line manager has changed. As such this essay will be covering 3 main aspects. Firstly, it will identify the work of the first line manager followed by Katz’s 3 skills and their relevance and lastly, whether other skills are applicable to the work of the first line managers.
Managers are defined as people who coordinate and oversee the work of other people so that organisational goals can be accomplished (Robbins, Bergman, Stagg and Coulter, 2008, p.8).
There are three main levels of managers. Firstly, there are the top managers who “create organisational goals, strategies and operating policies”(Griffin,2000, p.4). For example, the CEO of Facebook, Mark Zuckerberg, would have set aims for the organisation to achieve a certain amount of profit per year and have set rules and regulations that should be abided by in order to achieve its goals via efficient and effective methods.
Secondly, there are the middle line managers who are primarily responsible for implementing the policies and plans created by top managers and for overseeing and managing the activities of lower-level managers. For example, they would monitor quality control, equipment failures,...

...continue their works in order to remain relevant to the changing cosmos. Some organizations have offered to sponsor their best employees to undertake various certification courses.
In an effort to encourage innovativeness amongst employees, the governing bodies have allowed employees to resolve issues on the best ways they remember the company’s operations are not impressed. Secondly, employees have been given a leeway to come up with new ideas that they think can be of help to the company. This entails that, every employee can come up with an idea and then apportion it with the management for implementation. It was discovered that employees whose ideas were viable were rewarded financially. This was acted to encourage others to become think tanks of the fellowship as well.
Conclusion
An able leadership in a company is very vital. The success and the failure of an arrangement depends on the management ability to further its development. The power to be innovative has played a vital part in the survival of most of the modern day companies. As the world changes, the dynamics involved in working a business change. Employees play an important role to promote the growth of the company. Thus, the leadership in the company ought to provide an enabling environment via which employees can make. This has been determined to promote innovativeness amongst themselves.
References
Yukl, G. (2002). Leadership in organizations. New York: Prentice Hall....

...This paper will identify the Mintzberg roles on management, and associate them with an actual manager and will evaluate whether Mintzberg’s roles are relevant or not. The manager is female, managing an Australian based local organisation within the private sector. The company is in the service industry, based on horticulture / agriculture and employs over one hundred people. The manager is a middle manager managing a local branch of a national based horticulture company. Mintzbergs classifies management roles into three main areas; interpersonal which involved people; informational which involves receiving and collecting information; and decisional which involves making decisions for the organisation. (Robbins et el, 2006). The manager of this organisation mainly fits into interpersonal and informational roles, but has elements of Henri Fayol’s ideas of management. Most of the decisional roles are made at state level, which includes budgets and allocation of resources. Mintzberg’s roles will be associated with the manager interviewed, using the interview as evidence. It will be argued whether Mintzberg’s model has been useful with this manager’s role or not.
Mintzberg’s model of management is based on what managers do in their role within an organisation. There are ten main roles grouped within three main groups. These are interpersonal roles of figurehead, leader and liaising; informational roles of monitoring,...

...any organisation of preference which found to be suitable to discus the above issues.
1.0 Introduction
1. Management is important because It helps in Achieving Group Goals - It arranges the factors of production, assembles and organizes the resources, integrates the resources in effective manner to achieve goals. It directs group efforts towards achievement of pre-determined goals. By defining objective of organization clearly there would be no wastage of time, money and effort. Management converts disorganized resources of men, machines, money etc. into useful enterprise. These resources are coordinated, directed and controlled in such a manner that enterprise work towards attainment of goals.
2. Optimum Utilization of Resources - Management utilizes all the physical & human resources productively. This leads to efficacy in management. Management provides maximum utilization of scarce resources by selecting its best possible alternate use in industry from out of various uses. It makes use of experts, professional and these services leads to use of their skills, knowledge, and proper utilization and avoids wastage. If employees and machines are producing its maximum there is no under employment of any resources.
3. Reduces Costs - It gets maximum results through minimum input by proper planning and by using minimum input & getting maximum output. Management uses physical, human...

...Katz, Robert L. “Skills of an Effective Administrator,” Harvard Business Review: 1955. Retrieved from: McMahon, Timothy, J. Leaderships Classics. pp. 22-35.
RobertKatz identifies the selection and training of good administration as one of American industry’s most pressing problems. Katz tells us that at the root of the problem is the industry’s search for the traits and qualities that will identify the “ideal executive.” In spending so much time looking at personality and one’s value set, companies are in danger of losing sight of what should be their main concern - what a man can accomplish. We believe that this is definitely still a relevant concern today as well. We see business executives with loads of personality and great people skills, but little to offer the companies in terms of quantifiable work. Even on the basic managerial level, each of us has worked for someone who was very polite and honest and trustworthy, but they were useless when it came to doing their job. We all agree that there must be a better way to select leadership and administration than simply picking out their most attractive qualities.
What makes up a great executive has long been speculated and disputed, but here we see a more practical and useful approach to the selection and development of administrators. What is described for us here is the Three-Skill Approach. This approach is based on the idea that what someone...